Master of Business Development

SEE OPPORTUNITIES. CREATE BUSINESS.

<p><em>Are you facing a specific challenge, or do you want to cover your blind spots and discover new angles?</em></p>
<p>Become part of the Master of Business Development (MBD) at CBS and gain insight into business development, digitization and management.</p>

Build your own education 

<p>Begin with a single course and assemble your education in a way that suits you. We'll supply building blocks of high quality and academic level.</p>
<p>Together, we'll ensure a master's degree that makes you and your company stronger.</p>

WHAT DOES AN MBD GIVE YOU?

The newest research-based knowledge 

Develop your analytical skills...

 Competences to think in solutions and see possibilities

Share your insigt with your entire workplace

3 STEPS AND YOU ARE ON BOARD

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DO YOU WANT TO SPECIALISE?

Finance

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During class at MBD, I have several times heard the participants say: 'I already knew that'. Because the fact is that at MBD you get to apply concepts to the work that you are involved in at your work and thus already know. That way, concepts and experience can become tools you proactively find, instead of something you look for when you encounter a challenge.

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Master EN

Our ambition is to educate the people who develop our society

<p>When you do a master’s degree with us, you become part of that ambition, together with the 3,500 other individuals currently pursuing continuing education.</p>
<p>We train managers and experts to analyse and transform their practices through researched-based teaching closely tied to your everyday work life. Our teachers do research on the complex issues that you face.</p>
<p>At CBS you have the opportunity to discuss your practices with both internationally recognised teachers and the other participants. Our extensive experience shows that the wide variety of participants from Danish and international organisations serves to broaden your horizons and expand your network.</p>

Four programmes for you and your organisation

Master of Management Development

Master of Public Governance

Master of Tax

Why doing a master’s degree 

<p>Meet 4 of our participants in this video. </p>

Contact us

Master Programmes

Master i Skat

Effective Negotiation

Teachers

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Negotiating effective agreements is typically viewed as a blend of art and science. Consequently, to assist you in developing effective negotiation abilities, this course heavily emphasizes experiential learning through participant involvement in exercises and simulations, primarily based on negotiation cases from Kellogg and/or Harvard. Throughout the training you will be placed into realistic negotiation settings, and you will need to prepare for, participate in, and analyze negotiations.

<p class="subtitle-1"><strong>Purpose and description of the course</strong></p>
<p>Negotiating effective agreements is typically viewed as a blend of art and science. Consequently, to assist you in developing effective negotiation abilities, this course heavily emphasizes experiential learning through participant involvement in exercises and simulations, primarily based on negotiation cases from Kellogg and/or Harvard. Throughout the training you will be placed into realistic negotiation settings, and you will need to prepare for, participate in, and analyze negotiations.</p>
<p>This course focuses on developing your negotiating skills as an individual and as a negotiation team member. You will get acquainted with concepts like BATNA (the best alternative to a negotiated agreement), reservation and aspiration points. You will learn about the differences between the distributive and integrative negotiations. You will learn about how to prepare for a successful negotiation and how to create value, besides claiming value, in the negotiation. You will be introduced to various integrative negotiation techniques, such as logrolling, multiple equivalent simultaneous offers, etc.</p>
<p>Given the challenging nature of many negotiations, we will also discuss tactics that break the barriers to cooperation in negotiation and that facilitate joint problem solving in both face-to-face negotiations and in virtual settings. You will be introduced to the basic cognitive biases and heuristics, as well as emotions and learn how they impact the negotiation process and outcomes. Based on the readings, in-class negotiation exercises and discussion, you will learn how to critically analyze your negotiation performance, and how to use the feedback and experiences in improving your negotiation skills.</p>
<p class="subtitle-1">Key themes in the course</p>
<ul>
<li>Incremental and discontinuous innovation are not opposites, they are partners</li>
<li>We love our customers, but we are always out of equilibrium with them</li>
<li>We might serve our customers better by talking with people who are not our customers, and never will be</li>
<li>Good ideas do not just rely upon experts, they require non-experts as well</li>
<li>Innovation thrives when ambiguity is both reduced and enlarged</li>
<li>Creating value is not the same as capturing value</li>
<li>Wide-ranging creativity requires discipline</li>
<li>Bottom-up entrepreneurial innovation thrives under strong, self-confident, top-down leade</li>
</ul>
<p class="subtitle-1"><strong>Your learning outcome</strong></p>
<p>In this course you will learn to:</p>
<ul>
<li>Recognize and understand the central concepts of negotiation, and acquire a tool of proven negotiation skills that draw on academic theory and frameworks as well as practical experience</li>
<li>Conduct proper planning and preparation for your individual and team negotiations</li>
<li>Create and claim more value in your negotiations, while improving relationships</li>
<li>Recognize and find ways to counteract manipulative negotiation tactics commonly used in most cultures</li>
<li>Develop skills to effectively and constructively manage emotions and other cognitive biases during negotiation, both your own and those of others</li>
</ul>
<p class="subtitle-1">Who should attend this course</p>
<p>Anyone interested in negotiation and wanting to improve her/his negotiation skills<br>Experienced negotiators seeking a comprehensive basis in the preparation and execution of commercial negotiations.</p>

Organizational Change

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<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong><strong class="richtext_block_strong__9JHKM">Lecture dates</strong>:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">2.- 3th &amp; 20.- 21th Nov from 9-4</td>
</tr>
<tr>
<td style="width: 49.9418%; height: 17.7778px;"><strong>Oral exam:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">23th &amp; 24th Nov</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Place:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">2 day hotelstay / 2 days at CBS</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Hotel expense:</strong></td>
<td style="width: 49.9418%;">Additional 3000,- will be charged</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Teachers:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Tor Hernes &amp; Frans Bevort</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Avalible seats?</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Yes</td>
</tr>
</tbody>
</table>
<p> </p>

The course Organizational Change helps you to understand the mechanisms and processes behind organizational change with a focus on meaning creation and leadership.

<p class="subtitle-1"><strong>Purpose and description of the course</strong></p>
<p>Organizational change plays out through sensemaking processes, which can be related to different forms of change. The course works from the idea that continuity and change are closely related, which is why sensemaking is oriented towards narratives that account for past and future. The course helps you to understand the mechanisms and processes behind organizational change with a focus on meaning creation and leadership.</p>
<p>Sensemaking takes place in micro-situations and is crucial for group processes at all levels of the organization. Whether local sensemaking becomes decisive for the organization as a whole depends on the integration of more robust narratives for the changes where the need for continuity is central. Senseamking takes place differently in different parts of the organization, and the integration different functions are integrated into the change process is a prerequisite for implementation of change.</p>
<p> </p>
<p class="subtitle-1"><strong>Key themes in the course</strong></p>
<ul>
<li>Process thinking &amp; change</li>
<li>Meaning creation</li>
<li>Organizational change</li>
<li>Personal Management</li>
<li>Models for change and opinion management</li>
</ul>
<p class="subtitle-1"> </p>
<p class="subtitle-1"><strong>Your learning outcome</strong></p>
<ul>
<li>Narratives can be used as a driving force in relation to strategy, culture and organizational identity</li>
<li>The different mechanisms you choose to lead through affect the creation of meaning among those you exercise leadership over in different ways.</li>
<li>Continuity can enable change, and that opinion management can be used effectively in connection with change</li>
<li>Understand how alternative interpretations arise and are anchored in the company, and how you through your personal management can promote change by creating a framework for creating meaning.</li>
</ul>
<p> </p>
<p class="subtitle-1"><strong>Who should attend this course</strong></p>
<p>The course is aimed towards people in private or public sector organizations who take part in implementing change processes or who swish to play more central leadership roles in change processes. The course emphasizes how leadership of change requires that different forms of change can be understood differently from mainstream change models.</p>
<p> </p>
<p class="subtitle-1"><strong>Regaring the exam:</strong></p>
<p><em>Our teachers are also Danish-speaking and the exam can be conducted in Danish if your prefer. Please make sure to let the teachers know in advance.</em></p>

Developing Business Cases

A ‘Business Case’ includes a broad assessment perspective on a course of action. It is not enough to conclude that a particular project or an investment seems to address strategic concerns. The project or investment might be too costly, provide negative economic value or embed risk beyond what is acceptable for the organization.

<p class="subtitle-1"><strong>Purpose and description of the course</strong></p>
<p>A ‘Business Case’ includes a broad assessment perspective on a course of action. It is not enough to conclude that a particular project or an investment seems to address strategic concerns. The project or investment might be too costly, provide negative economic value or embed risk beyond what is acceptable for the organization. Similarly, a project or an investment might be economically justified. Still, the project or investment could be impossible to implement or have little strategic rationale. The course ‘Developing Business Cases’ provides participants with a broad perspective on a ‘business case’ and equip them with theories, techniques and methods to develop a business case in their own organizations. The course focuses on both strategic context and feasibility concerns as well as the economic evaluation of a project or an investment. The former includes the development of several options, while the latter includes evaluation of the alternatives, reflection on risk and building scenarios.</p>
<p>The managerial justification of decisions thus goes beyond pure economic reasoning; that is, whether a specific initiative for instance reduces costs, increases revenue or both. In addition, numerous initiatives in organizations do not necessarily rest upon evaluation of economic value. Similarly, undertakings that for instance support social responsibility or a green agenda might definitely look at a broader picture. Thus, the course ‘Developing Business Cases’ addresses a comprehensive justification, which includes reflection about whether a project or an investment underpins the present strategy and deals with core strategic issues.</p>
<p>Justification also implies whether a project or an investment is feasible to implement as well as an assessment of whether it is acceptable to all stakeholders.</p>
<p>Day 1 conveys the nature of a business case and the building blocks in a business case. It further unfolds the general economic argument in a business case and discusses various perspectives for the justification of a particular course of actions. At the end of the first day, participants will discuss the essence of an economic argument.<br>Day 2 unfolds the use of these concepts moving from a confined business case to a business case that covers a longer time span, a more complex environment and appreciate limited knowledge and information. Here, participants work with the application of economic theory to different business cases; for instance in assessment of cost, investment appraisals, evaluation of risk and economic sensitivity analysis. A triple bottom line (people, planet, profit) approach to business cases is also introduced and discussed: the objective is to provide a contemporary and holistic view on sustainable economic value. During<br>Day 3, participants will discuss and reflect further upon a given business case, which they develop as an individual assignment. At the end of the course, participants will present business cases, which are preferably developed based on real-life situations.</p>
<p class="subtitle-1"><strong>Key themes in the course</strong></p>
<ul>
<li>The nature of business cases and their content</li>
<li>Core economics theories and concepts (e.g., costs, revenue, profit, value).</li>
<li>Contemporary view on sustainable economic value (triple bottom line)</li>
<li>Economic modelling and arguments in and for managerial decision-making.</li>
<li>Assessment of uncertainty and risk in the economic approach to business development and evaluation.</li>
<li>Short-run optimization and long-run capital budgeting and investment appraisals for economic evaluation.</li>
</ul>
<p> </p>
<p class="subtitle-1"><strong>Your learning outcome</strong></p>
<p>In this course, you will learn to:</p>
<ul>
<li>Describe the basic content of a business case, and its economic rationale.</li>
<li>Understand the core economic theories and concepts in managerial decision-making and their underlying assumptions</li>
<li>Apply the core economic theories and concepts to both confined and complex business cases</li>
<li>Discuss and reflect upon the evaluation of presented business cases</li>
</ul>
<p class="subtitle-1"><strong>Who should attend this course</strong></p>
<p>The course ‘Developing Business Cases’ targets all managers and specialists, who want to strengthen their capabilities to develop business cases for managerial decision-making. A ‘business case’ is in this course conceived as a managerial justification for a particular project, a new product or service, an investment in new facilities, a change in organizational structure or in-house processes etc. Participants will strengthen their ability to assess a particular course of action and in turn improve their managerial decision-making.</p>

Data-Driven Decision Making

This course is about understanding and applying data-driven decision making while taking into consideration the decision maker’s experience and expertise. By knowing how data-driven decisions are actually made we can learn how various decision techniques and strategies improve the quality of decisions.

Data Driven Decision Making

<p class="subtitle-1"><strong>Purpose and description of the course</strong></p>
<p>In the current competitive business environment, decision makers need to make decisions quickly and effectively based on abundant data. Making decisions includes many considerations such as weighing risk, understanding the specific situation encountered, identifying available options as well as considering long-range implications for the organization.</p>
<p>This course is about understanding and applying data-driven decision making while taking into consideration the decision maker’s experience and expertise. By knowing how data-driven decisions are actually made we can learn how various decision techniques and strategies improve the quality of decisions. Some of these techniques and strategies are founded on mathematical models or computer software like algorithmic decision making; others build on theories about awareness and mindfulness. The course presents a wide range of such techniques covering the different theoretical approaches to decision making.T</p>
<p>he goal of this course is to relate our knowledge of how decisions are made to a number of techniques and strategies for improving decision making. This will enable participants to support and improve their own decision making as well as to understand the decision making of others. We view the decision maker as a socially, economically, historically, and materially situated human  – who increasingly uses algorithms for decision making and struggles with unrealistic demands and therefore has developed (individually and socially) heuristics, habits, routines, practices, and conventions which sometimes lead to algorithm aversion.</p>
<p>By the end of the course, students will be able to reflect on the complexities of decision making in organizations, their own decision styles and personal dispositions. They will be able to make decisions more deliberately and systematically and will be able to use decision analysis techniques, intuition and group processes, integrate their values into their decisions.</p>
<ul>
<li>Understand and apply models and mechanisms for decision making in strategic decisions</li>
<li>Identify unconscious biases when making decisions and solving problems and reflect on common decision making traps that lead to fallacious reasoning and unfavorable outcomes</li>
<li>Identify criteria for when to trust intuition and when to push for analysis and evidence-based decisions</li>
<li>Reflect on how to make strategic decisions involving multiple (and changing) goals and stakeholders<br><br></li>
</ul>
<p class="subtitle-1"><strong>Key themes in the course</strong></p>
<ul>
<li>Foundations of rational, data-driven and behavioural decision making.</li>
<li>Expertise based Intuition</li>
<li>Group decision making</li>
</ul>
<p class="subtitle-1"><strong>Your learning outcome</strong></p>
<p>In this course, you will learn to:</p>
<ul>
<li>How data-driven decisions happen in organizations</li>
<li>How complexity and uncertainty impact data-driven decision making</li>
<li>How to analyze problems and issues in preparation for decisions</li>
<li>When to be data-driven and when to trust your intuition</li>
<li>How to account for multiple goals and stakeholders in data-driven decision making</li>
</ul>
<p class="subtitle-1"><strong>Who should attend this course</strong></p>
<p>The course targets different levels of managers, specialists, and analysts who are involved in organizational decision making. The course is also relevant for professionals who would like to understand the challenges and opportunities of data driven decision making in organizational settings.</p>

Managing Open Innovation

<table border="1" style="border-collapse: collapse; width: 100.025%; height: 106.667px;">
<tbody>
<tr style="height: 17.7778px;">
<td style="width: 34.3008%; height: 21.5625px;"><strong>Lecture dates:</strong></td>
<td style="width: 65.5828%; height: 17.7778px;">13.- 14th Nov &amp; 04.- 05th Dec from 9-5</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 34.3008%; height: 21.5625px;"><strong>Oral. exam:</strong></td>
<td style="width: 65.5828%; height: 17.7778px;">22th December</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 34.3008%; height: 21.5625px;"><strong>Place:</strong></td>
<td style="width: 65.5828%; height: 17.7778px;">Dalgas Have 15, 2000 Frederiksberg</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 34.3008%; height: 21.5625px;"><strong>Teachers:</strong></td>
<td style="width: 65.5828%; height: 17.7778px;">Marion Poetz &amp; Christoph Grimpe </td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 34.3008%; height: 21.6319px;"><strong>Avalible seats?</strong></td>
<td style="width: 65.5828%; height: 17.7778px;">Yes</td>
</tr>
</tbody>
</table>
<p> </p>

<table border="1" style="border-collapse: collapse; width: 100.025%; height: 106.667px;">
<tbody>
<tr style="height: 17.7778px;">
<td style="width: 45.1664%; height: 21.5625px;"><strong>Lecture dates:</strong></td>
<td style="width: 54.8457%; height: 17.7778px;">08.- 09th  &amp; 22.- 23th Apr from 9-5</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 45.1664%; height: 21.5625px;"><strong>Oral. exam:</strong></td>
<td style="width: 54.8457%; height: 17.7778px;">31th May</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 45.1664%; height: 21.5625px;"><strong>Place:</strong></td>
<td style="width: 54.8457%; height: 17.7778px;">Dalgas Have 15, 2000 Frederiksberg</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 45.1664%; height: 21.5625px;"><strong>Teachers:</strong></td>
<td class="xl64" width="293" height="20" style="height: 15pt; width: 54.8457%;">Marion Poetz &amp; Christoph Grimpe </td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 45.1664%; height: 21.6319px;"><strong>Avalible seats?</strong></td>
<td style="width: 54.8457%; height: 17.7778px;">Yes</td>
</tr>
</tbody>
</table>
<p><strong class="richtext_block_strong__9JHKM">Admission opens October 2nd</strong></p>

The course Managing Open Innovation discusses the value of sourcing external knowledge and introduces you to open innovation management theory and processes.

Managing Open Innovation 

<h6>Purpose and description of the course</h6>
<p>This course provides the foundation for managing open innovation processes in firms. Comparing closed to open innovation approaches, the course focuses on outside-in open innovation processes, i.e. sourcing external knowledge from and collaborating with users, universities, suppliers, competitors, and the like for generating innovation. Moreover, the course discusses the interplay between innovation, exploration, exploitation, and search, and the growing importance of efficient search approaches across widely distributed sources of innovation. More specifically, we will discuss the concepts of local vs. distant search and related search methods for accessing and leveraging innovation-relevant knowledge.</p>
<p>The Managing Open Innovation course will particularly highlight the role of users and user communities as a source of innovation. Finally, the course will introduce participants to concrete search applications such as crowdsourcing for generating inputs to organizations’ innovation processes.<br><br></p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>Open vs. closed innovation approaches</li>
<li>Open innovation management and processes</li>
<li>Distributed sources of innovation</li>
<li>Open innovation methods for outbound, inbound and coupled innovation processes</li>
<li>Organizational antecedents of open innovation.<br><br></li>
</ul>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Develop a sound understanding of the open innovation approach</li>
<li>How to effectively search across and collaborate with different sources of innovation (internal and external to an organization) to develop innovations</li>
<li>Create and capture value in open innovation</li>
<li>Design and implement open innovation activities in firms.<br><br></li>
</ul>
<h6>Who should attend this course</h6>
<p>The course is relevant to managers from all kinds of industries who want to influence their workplaces and careers by mastering new forms of innovation practices. More specifically, practices that are characterized by being more open, collaborative and multi-domain-spanning than traditional models.</p>

Developing Digital Business

<table border="1" style="border-collapse: collapse; width: 100.025%; height: 107.865px;">
<tbody>
<tr style="height: 21.5625px;">
<td style="width: 49.9418%; height: 21.5625px;"><strong>Lecture dates:</strong></td>
<td style="width: 49.9418%; height: 21.5625px;">10.- 11th &amp; 24.- 25th Apr from 9-5</td>
</tr>
<tr style="height: 21.5625px;">
<td style="width: 49.9418%; height: 21.5625px;"><strong>Oral. exam:</strong></td>
<td style="width: 49.9418%; height: 21.5625px;">15th May</td>
</tr>
<tr style="height: 21.5625px;">
<td style="width: 49.9418%; height: 21.5625px;"><strong>Place:</strong></td>
<td style="width: 49.9418%; height: 21.5625px;">Dalgas Have 15, Frederiksberg</td>
</tr>
<tr style="height: 21.5625px;">
<td style="width: 49.9418%; height: 21.5625px;"><strong>Teachers:</strong></td>
<td class="xl67" width="293" height="20" style="height: 21.5625px; width: 49.9418%;">Stefan Henningsson &amp; Philipp Hukal</td>
</tr>
<tr style="height: 21.6146px;">
<td style="width: 49.9418%; height: 21.6146px;"><strong>Avalible seats?</strong></td>
<td style="width: 49.9418%; height: 21.6146px;">Yes</td>
</tr>
</tbody>
</table>
<p><strong class="richtext_block_strong__9JHKM">Admission opens October 2nd</strong></p>

This course introduces you to the new competitive rules of the digital economy and the emergence of platform-based business models.

<h6><strong>Purpose and description of the course</strong></h6>
<p>Digitalization is changing the conditions for businesses across industries. Based on the enabling capacities of digital technologies, new business models emerge that are no longer simply supported by digital technologies, but have digital components inseparably inscribed into their processes and value proposition. At the heart of this digital transformation rests an increased orientation towards digitally enabled platform-based business models. Platform markets comprise a large and rapidly growing share of the global economy and ranked by market value, 60 of the world’s 100 largest corporations earn at least half of their revenue from platform markets.</p>
<p>During the first two days of the course, we focus on the logic of digital economy and the emergence of platform-based business. We will cover how firms compete with platforms and how to build a platform business. The following two days broadens the perspective to include the business ecosystem, where multiple platforms collaborate and compete with each other. In some cases, firms will even end up in bed with their enemies. We will put these developments into context so that you will understand how and why many start-up and growth companies today engage in digital marketing, app development, social media, online news and information services, crowdsourcing, and online innovation services. In addition, traditional businesses such as publishing, entertainment, and banking are facing an on-going digitalization that drags them into the digital arena – an economic arena with its own economic and competitive principles.</p>
<p> </p>
<h6><strong>Key themes in the course</strong></h6>
<ul style="list-style-type: circle;">
<li>The new competitive rules of the digital economy</li>
<li>The platform business model</li>
<li>Building the platform business</li>
<li>Managing the platform business</li>
<li>Digital business ecosystems</li>
<li>The value of co-creation with partners</li>
<li>Harnessing the power of a crowd</li>
<li>Joining a digital ecosystem.</li>
</ul>
<h6><br><strong>Your learning outcomes</strong></h6>
<ul style="list-style-type: circle;">
<li>To identify the key technologies that are transforming business and society</li>
<li>To understand how digitalization changes the business environment</li>
<li>To anticipate the role of digital platforms in today’s digitalized business practice</li>
<li>To understand the role and importance of digital business ecosystems</li>
</ul>
<h6><strong><br>Who should attend this course</strong></h6>
<p>The course is relevant for everyone who needs to understand the drivers, the dynamics and the implications of digitalization in practice. This includes professionals in areas such as business development, accounting, marketing, finance, and information technology, who would like to increase their knowledge and their space of action in relation digitalization issues.</p>
<p>The course can be taken as a single course or as part of a full Master of Business Development.</p>

Finans: Digitalization of Finance

<table border="1" style="border-collapse: collapse; width: 100.025%; height: 106.667px;">
<tbody>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Lecture dates:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">08.- 09. Nov &amp; 22.- 23. Nov from 09-17</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Oral. exam:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">15. Dec</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Place:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Dalgas Have 15, Frederiksberg</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Teachers:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Jonas Hedman &amp; Rob Gleasure</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Empty spots?</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Yes</td>
</tr>
</tbody>
</table>
<p> </p>

<table border="1" style="border-collapse: collapse; width: 100.025%; height: 106.667px;">
<tbody>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Lecture dates:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">15.- 16. May &amp; 29.- 30. May from 09-17</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Oral. exam:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">28. June</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Place:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Dalgas Have 15, Frederiksberg</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Teachers:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Jonas Hedman &amp; Rob Gleasure</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Empty spots?</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Yes</td>
</tr>
</tbody>
</table>
<p><strong class="richtext_block_strong__9JHKM">Admission opens October 2nd</strong></p>

The course "Digitalization of Finance" will focus on the ways in which digital technologies are changing the rules of competition in finance. Instead of competing on scale and fortified business positions, competition is turning to speed and digital innovations.

Digitalization of Finance

<p><em>From a managerial perspective, the financial sector is moving from being stable, conservative, closed, and local to being disrupted by new entrants and internet giants with very different industry dynamics and risk profile. Fundamentally, this requires a complete rethinking of governance, strategic risk, and compliance (GRC) issues. The intention is to give participants a strong, skill based, value driven, and ethical foundation for their careers. </em></p>
<p><em>This course is a part of the new specialization in Governance, Risk Management and Compliance. The course can be taken separately, as a single course, or in combination with the two other courses constituting the GRC specialization. It is possible to integrate the specialization or the course within the full master degree in Business Development (MBD).The GRC specialization consists of three courses:</em></p>
<p><em>Risk Management and Compliance</em><br><em>Governance, Sustainability and Ethics </em><br><em>Digitalization of Finance</em> </p>
<p> </p>
<p><strong>Purpose and description of the course</strong></p>
<p>Digital technologies are fundamentally transforming the ways in which organizations create value from business activities, processes, products, and services. The financial sector is no exception, actually it is one of the most digitalized industries. Interestingly, the financial sector was one of the most stable and conservative industries, but is now facing dramatic changes. This course focuses on the new digital reality that the financial industry faces, including the thousands of FinTech startups that are challenging the stability of the industry, the Internet giants like Apple, Google, Amazon, and Alibaba that are rushing to claim a piece of the pie, the new technologies that fundamentally transform banking processes, and the regulatory changes that force the industry to open up. All these changes must be understood to ensure a prosperous and healthy financial sector.</p>
<p>This course will focus on the ways in which digital technologies are changing the rules of competition in finance. Instead of competing on scale and fortified business positions, competition is turning to speed and novelty of digital innovations. Instead of competing only as individual firms, companies compete in ecosystems and through digital platforms. So, in this course we cover how digitalization transforms the rules of competition. We will discuss the role of FinTech that carries this transformation, and how companies in the financial service must develop the means to compete on digital innovation. Furthermore, this course will also revisit the basics of financial industries, namely money and payments.</p>
<p> </p>
<p><strong>Key themes in the course</strong></p>
<ul style="list-style-type: circle;">
<li>Digital innovation</li>
<li>Fintech</li>
<li>Competition</li>
<li>Money and payments</li>
</ul>
<p> </p>
<p><strong>Your learning outcome</strong></p>
<ul class="LearningObjectivesBulletList" style="list-style-type: circle;">
<li>Identify and explain opportunities and challenges of digitalization of finance for your own organization or a new venture.</li>
<li>Demonstrate how course concepts, frameworks, and theories can be used for analyzing the opportunities and challenges of digitalization of finance.</li>
<li>Reflect upon the theoretical and practical implications of the analyses.</li>
</ul>

Finance: Risk Management & Compliance

Tom Kirchmaier

<p><strong>Professor at CBS</strong></p>
<p>Department of Accounting</p>
<p><a rel="noopener" href="mailto:tk.ccg@cbs.dk" target="_blank" title="tk.ccg@cbs.dk">tk.ccg@cbs.dk</a></p>

<table border="1" style="border-collapse: collapse; width: 100.025%; height: 106.667px;">
<tbody>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Lecture dates:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">30.Nov - 01. Dec &amp; 14.- 15. Dec from. 09-17</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Oral. exam:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">22. Jan</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Place:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Dalgas Have 15, Frederiksberg</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Teachers:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Tom Kirchmaier</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Empty spots?</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Yes</td>
</tr>
</tbody>
</table>
<p> </p>

<table border="1" style="border-collapse: collapse; width: 100.025%; height: 106.667px;">
<tbody>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Lecture dates:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">04.- 05. Apr &amp; 23.- 24. Apr kl. 09-17</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Oral. exam:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">23. May</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Place:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Dalgas Have 15, Frederiksberg</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Teachers:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Tom Kirchmaier</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Empty spots?</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Yes</td>
</tr>
</tbody>
</table>
<p><strong class="richtext_block_strong__9JHKM">Admission opens October 2nd </strong></p>

The course "Risk Management and Compliance" will offer participants a solid insight into compliance and regulations, including a deeper understanding of the importance of compliance, risk identification and risk management.

<p><em>From a managerial perspective, the financial sector is moving from being stable, conservative, closed, and local to being disrupted by new entrants and internet giants with very different industry dynamics and risk profile. Fundamentally, this requires a complete rethinking of governance, strategic risk, and compliance (GRC) issues. The intention is to give participants a strong, skill based, value driven, and ethical foundation for their careers.</em></p>
<p><em>This course is a part of the new specialization in Governance, Risk Management and Compliance. The course can be taken separately, as a single course, or in combination with the two other courses constituting the GRC specialization. It is possible to integrate the specialization or the course within the full master degree in Business Development (MBD).The GRC specialization consists of three courses:</em></p>
<p><em>Risk Management and Compliance</em><br><em>Governance, Sustainability and Ethics</em><br><em>Digitalization of Finance</em></p>
<p> </p>
<p><strong>Purpose and description of the course</strong></p>
<p>The finance sector is experiencing increasing regulations, pressures from various stakeholders for sustainability inclusion as well as challenging market environment and low RoA. With all these turbulent pressures comes the need to understand, identify and mitigate the risks they create and to comply with ever more stringent regulations. It is therefore important that finance employees are equipped with skills and knowledge to take on the risk management and the compliance role. Moreover, the aim is to have participants becoming more confident in their current role within their organization or inspire them in their career goals.</p>
<p>This course gives an overview over the regulatory, market and technological pressures the finance sector is experiencing, overview of risks, risk appetite and risk mitigation. It then discusses the compliance dimension, which logically follows on the back of understanding risk. This theme will be grounded in a real life cases and theoretical perspectives of the challenges experienced by companies.</p>
<p> </p>
<p><strong>Key themes in the course</strong></p>
<ul style="list-style-type: circle;">
<li>Regulation and Compliance</li>
<li>Risk identification</li>
<li>Risk Management</li>
<li>Organizational understanding</li>
<li>Empirical data</li>
</ul>
<p> </p>
<p><strong>Your learning outcome</strong></p>
<ul style="list-style-type: circle;">
<li>Demonstrate an understanding of how to think about risks and what to measure, different ways to enforce compliance and the value for the financial sector.</li>
<li>Identify and explain theories and models in your own organization or other chosen empirical context.</li>
<li>Evaluate and reflect on the big picture of compliance and risk management.</li>
</ul>
<p> </p>
<p><strong>Who Should attend this course</strong></p>
<p>The specialization is designed for the experienced employee within the financial sector. Employees, including managers, who need to improve and develop their competencies, and who are looking to understand how to integrate their current or future compliance and risk management work within the overall value chain of their company are encouraged to apply. The course can be taken as a single course or as part of a full Master of Business Development.</p>

Risk Management & Compliance

Business Data Analytics

The course Business Data Analytics provides you with the tools to handle data sets, perform big data analysis and utilize data for business value generation.

<h6>Purpose and description of the course</h6>
<p>Most companies have accumulated a surfeit of business data from their enterprise systems: enterprise resource planning (ERP) customer relation management (CRM), web analytics, manufacturing, industrial internet, and dedicated information systems for business functions such as finance, accounting, management, and marketing etc. Yet, only few organiszations  can make extensive use of business data to drive digital transformation of their business processes and digitization of their products and services. Why so? In addition to the need of owning data of a reasonable quality, developing a solid ground for evidence-based decisions requires having high-skilled technical employees, with the advanced analytical skills and scientific rigor in modeling and interpretation of the results.</p>
<p>The course provides participants with a deep understanding of the nature of business data analytics, and a practical toolkit on how to transform internal (in-house) and external big datasets into business assets. Our focus is on exploring and exploiting different strategic and tactical frameworks to generate business value from in-house and external big data sets for increasing competitiveness in the local and global marketplaces.</p>
<p>After having attended this course, you will gain knowledge about three specific aspects  of business data analytics (a) the three paradigms for generating competitive advantages and business value from new technologies, (b) the strategic framework for transforming big data sets into business assets by creating meaningful facts, actionable insights, valuable outcomes, and sustainable impacts co-developed by the Centre for Business Data Analytics (cbsBDA), Copenhagen Business School and Centre for Digital Enterprise Analytics and Leadership (DEAL) at the Ted Rogers School of Management, Ryerson University, and (c) selected illustrative examples of business data analytics and business value creation. The course furthermore focus on the importance of providing evidence to sustain managerial claims, applying an analytical process that covers all activities from problem formulation to result communication, reflection on the potential pitfalls, and  how to manage or mitigate them.</p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>Conceptual Framework for Business Data Analytics</li>
<li>Framework for Value Generation from New Technologies</li>
<li>Business Data Analytics Framework</li>
<li>Methods and Tools for Visual Analytics, Text Analytics and Predictive Analytics</li>
<li>Pilot Project on your own company’s business data set.</li>
</ul>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Identify and explain a business problem or opportunity with relevance to Business Data Analytics in your own organization and/or industry sector.</li>
<li>Demonstrate how the business data analytics course concepts, frameworks, methods, and tools can be used to analyze the business problem or opportunity.</li>
<li>Technically evaluate and critically reflect on the conceptual and practical implications of the business data analytics.</li>
</ul>
<h6>Who should attend this course</h6>
<p>We target managers and specialists working or interested in working with external and internal data for different business functions such as finance, accounting, strategic management, digital marketing, business analytics, research &amp; development and customer service. The course will cover conceptual, methodological and procedural topics in and aspects of visual analytics, text analytics and predictive analytics (traditional statistics and newer computational approaches such as machine learning &amp; deep learning). The course is also open for the professionals who would like to understand big data analytics from a business development perspective to transform internal and external big datasets into business assets.</p>
<p><em><strong>Futhermore, this course involves hands-on exercises and it is therefore strongly recommended to have a computer where you can and are allowed to install new tools/programs.</strong></em></p>

Servitization and Service Management

This course is about how to successfully compete with services. The service sector has become the backbone of economic development in many countries, including Denmark. 

<p class="subtitle-1"><strong>Purpose and description of the course</strong></p>
<p>This course is about how to successfully compete with services. The service sector has become the backbone of economic development in many countries, including Denmark. Services have repeatedly proven to help companies defend their market share, be resilient, and compete successfully even in volatile, uncertain, complex, and ambiguous environments. Across industries, firms are increasingly adding more services to their existing product portfolio to remain competitive, a process called ‘servitization’. However, such service-based competitiveness requires a deep understanding of customer needs and how to effectively and efficiently address them.</p>
<p>This course provides a toolbox of different concepts, models, and approaches for how any firm can achieve and further develop competitiveness from services. Participants will gain a detailed understanding of the complexities and interdependencies that characterize different service-based business models and how to manage them. Specifically, we will be addressing the following questions:</p>
<ul>
<li>What is so special about services and why should firms and customers care about them?</li>
<li>Service business models: How to get it right?</li>
<li>Good service quality: How to get there?</li>
<li>Competitiveness from service provision: How to stay ahead?</li>
</ul>
<p> </p>
<p class="subtitle-1"><strong>Key themes in the course</strong></p>
<ul>
<li>Foundations of services marketing and service management</li>
<li>Opportunities for value creation through services</li>
<li>Service quality and service recovery</li>
<li>Ensuring customer centricity in the service business models</li>
<li>Transforming and infusing existing business models with services</li>
<li>Digitalization and innovative service business models</li>
</ul>
<p> </p>
<p class="subtitle-1"><strong>Your learning outcome</strong></p>
<p>In this course, you will learn to:</p>
<ul>
<li>Define a specific service management problem arising in a practical setting.</li>
<li>Apply the theories and models of the course to analyze this problem.</li>
<li>Critically reflect on how to design and analyze processes and delivery models that can support servitization and service management.</li>
</ul>
<p class="subtitle-1"><strong>Who should attend this course</strong></p>
<p>The course aims at all managers, generalists, and specialists who are interested in learning more about the opportunities of service-based business models and their opportunities to achieve competitiveness.</p>
<p>Are you already working in a service environment? Then this course will help you revise and improve the ways in which you address customer needs and how to stay ahead in light of new technologies and innovative service business models.</p>
<p>Are you working in a product-centric environment? Then this course will help you understand the opportunities of service-based competitiveness, such as new revenue streams, increasing profitability, generating data-driven customer insights, creating closer bonds with customers, or locking out competitors.</p>

ESG - Policies, Metrics, and Data

Dr. Kristjan Jespersen

<p><strong>CBS Teacher</strong></p>
<p>Department of Management, Society and Communication</p>
<p><a rel="noopener" href="mailto:kj.msc@cbs.dk" target="_blank" title="kj.msc@cbs.dk">kj.msc@cbs.dk</a></p>

Environmental, Social and Governance (ESG) issues have become increasingly important for businesses across sectors, as it is a critical tool in minimising risk and driving business development as well as sustainability strategies....

ESG - Policies, Metrics & Data

<p class="subtitle-1"><strong>Overall description of the course</strong></p>
<p>Environmental, Social and Governance (ESG) issues have become increasingly important for businesses across sectors, as it is a critical tool in minimising risk and driving business development as well as sustainability strategies.</p>
<p>Sustainability and responsibility are becoming a priority for many stakeholders. Businesses must be viewed as key players in addressing global issues such as social inequality, unethical business practices, and environmental degradation. Across sectors, companies are responding to these challenges by working to reduce the negative impact of their operations on the planet. As a result, understanding how ESG frameworks and methodologies can support the reporting and assessment of these efforts is crucial, as well as providing greater transparency and evaluation for the financial sector to endorse and support the firms in question.</p>
<p>This course aims to provide participants with an overview of the key themes and considerations in the field of ESG and will provide the tools to analyse, apply and develop ESG metrics effectively. The course delves into each individual component of ESG and how they come together to impact a company and its stakeholders. The modules will also provide insight into how ESG considerations affect investors, consumers, and employees and how it is becoming a central topic at the Board level. The course will provide an in-depth look at the policies, metrics, and data related to ESG, as well as real-world case studies and cutting-edge innovations. It will also cover the challenges and future developments in the field, giving participants a comprehensive understanding of the industry. Participating in this course will equip participants with the knowledge and skills needed to step forward in an ESG career.</p>
<p> </p>
<p class="subtitle-1"><strong>Your learning outcome</strong><strong>  </strong></p>
<ul>
<li>Analyse and evaluate the significance and usefulness of various ESG metrics in a real-life context</li>
<li>Utilize concepts and theories from the course to examine the implementation and interpretation of sustainability across sectors</li>
<li>Identify key environmental, social, and governance material risks for businesses along with opportunities</li>
<li>Understand the balancing act companies face in addressing sustainability in their operations</li>
<li>Assess a company's ESG performance using publicly accessible information</li>
<li>Analyse the connection between ESG and risk assessment and its impact on corporate strategy and sustainable business development and growth</li>
</ul>
<p> </p>
<p class="subtitle-1"><strong>Learning objectives</strong></p>
<ul>
<li>Identify different analytical approaches to the concept of Sustainable Finance and the rise of Environmental, Social and Governance (ESG) standards.</li>
<li>Apply theories, models and different data sources to analyze company risk profiles and sustainability claims.</li>
<li>Critically reflect on the tradeoffs (environmental, social and governance) organizations face when designing sustainability focused investments.</li>
</ul>

Strategic Practices and Execution

The aim of this course is to strengthen the participant’s competencies in working with strategic practices based on a solid theoretical foundation. The purpose of the course is to bridge strategy and planning/analysis tools and combining these with the daily strategic practices.

<h6>The aim and content of the course</h6>
<p>Strategy is key in the effort to secure survival and success of organisations. It contributes to the formation and creation of competitive advantage. However, strategy is also a term often applied without sufficient precision to an entire organization, and, subsequently, the execution of the strategic plan is not always successful.</p>
<p>The aim of this course is to strengthen the participant’s competencies in working with strategic practices based on a solid theoretical foundation. The purpose of the course is to bridge strategy and planning/analysis tools and combining these with the daily strategic practices. This is done by looking at strategy as a particular way of viewing and understanding organisations – and not only as a set of tools and methods reserved for periods of strategic planning, which often is not very well connected with the everyday running of the business.</p>
<p>The outset is a thorough introduction to strategy and a walkthrough of the most current trends addressing recent developments in the field. Hereafter, the principles for strategic practice will be taken under review, while the last stage of the session will provide the participants with the opportunity to reflect, present and discuss their own experiences with strategic practices and execution. Throughout the course, the students will be exposed to a long line of theories, tools and methods, as well as concrete cases that illustrates the many facets and complexity connected to working with strategy in practice.</p>
<p>We will also be examining how theories and tools can be implemented in practice, how strategies should be translated from its written form to how it is supposed to be implemented, as well as how it should be undertaken across the different organisational sections. Through this approach, we will attempt to address some possible challenges connected to working with strategy in practice.</p>
<p> </p>
<h6>Central themes of the course</h6>
<ul style="list-style-type: circle;">
<li>Strategy is much more than a tool or discipline. It is a way of understanding the business and of thinking and acting in a way that provides a perspective on how organisations work.</li>
<li>The necessity of continuously thinking and acting strategically as a natural part of working in an organization.</li>
<li>How one connects the written and approved strategy with the practical implementation.</li>
<li>How one uses tools, theories and models to support the strategic work without simplifying the complex interconnections.<br><br></li>
</ul>
<h6>Your take aways</h6>
<ul style="list-style-type: circle;">
<li>Think and act strategically in an organisational context.</li>
<li>Identify which data are relevant and necessary in undertaking a thorough strategic analysis</li>
<li>Which local strategies should be connected to the organisation’s overarching strategy</li>
<li>To choose the best applicable analytical tools and adapt them to the specific situation.<br><br></li>
</ul>
<h6>Participant profile</h6>

Master Project

The master's project completes the entire education. You can complete your master's program when all the other courses in the program have been passed. The master's project trains your ability to describe, analyze, process and report on one or more complex issues at a high professional level. Once you have passed the master's project, you obtain a master's degree in business development.

<p><strong>Purpose and description of the course</strong></p>
<p><em>From the spring semester 2022, you must have started all other courses before you can register for the master’s module.</em></p>
<p> </p>
<p>The master’s module intends to form a framework for the master’s writing process and provide input for essential parts of the work on the master’s dissertation. The master module provides input for especially the work with problem formulation, process, data collection, data analysis. The individual workshops serve as milestones for the master’s thesis work via smaller assignments which must be handed in, in connection with workshops and by looking forward to the next phase in the process.</p>
<p>The Academic Regulation stipulates that the purpose of the master’s project is for students to demonstrate competence in preparing a problem formulation, analyze/process the problem formulation, collect relevant empirical data and data for answering the problem formulation and report the results of the project work on the basis of their own study plan and the previously completed subjects. The master’s project must also demonstrate that the students can reflect on the problem’s relationship to their own professional development, their own organization or role as a leader.</p>
<p> </p>
<p><strong>Criteria for goal fulfillment for the master project</strong></p>
<p>The students must be able to demonstrate an overview of context, relevant theories, relevant methodologies and analysis strategies for dealing with the project’s problem formulation.<br>The students must be able to demonstrate competence in analyzing, describing, discussing and evaluating the chosen organizational context for the project.<br><br>The students must be able to document and analyze their own professional or managerial development in relation to the specific design of the master’s project.</p>
<p><a href="https://issuu.com/mbd-cbs/docs/introduktion_til_mastermodulet_p_mbd?fr=xKAE9_zU1NQ" data-anchor="?fr=xKAE9_zU1NQ">You can read more about what a master's project at MBD entails in our article "Introduction to the master's project"</a></p>
<p> </p>
<p><strong>Requirements for registration</strong></p>
<p>In order to be able to register for the master's project, you must at least have completed the teaching in all other MBD courses (2x mandatory courses, 4x core courses and 18 ECTS elective courses).</p>
<p>There is no limit to the number of students on the master's module. However, the first workshop already takes place at the end of the previous semester, in order to give you extra time for the process. We therefore recommend that you register for the master's project as soon as the registration opens.</p>
<p> </p>

Business Development

<table border="1" style="border-collapse: collapse; width: 100.025%; height: 106.667px;">
<tbody>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong><strong class="richtext_block_strong__9JHKM">Lecture dates</strong>:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">21.- 22th May &amp; 29.- 30th May from 9-5</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Oral exam:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">20th June</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Place:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;"> hotel / 2 dage på CBS</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Hotel expense:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Additional 3000,- will be charged</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Teachers:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Mogens Bjerre &amp; Claus Varnes</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Avalible seats?</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Yes</td>
</tr>
</tbody>
</table>
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<p><strong class="richtext_block_strong__9JHKM">Admission opens October 2nd</strong></p>
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With this course you'll be given tools to analyse and develop business models that relate to the organisation and strategy in your company

<h6 class="subtitle-1"><strong>The aim and content of the course</strong></h6>
<p>In all companies, there should be an openness and ability to understand, develop and, if necessary, change their business.</p>
<p>With the course ”Business Development” you’ll receive the tolls and insights you need to be able to analyse and pinpoint challenges within the existing as well as new business models. During the course, you’ll also gain insight in how to implement innovations in the business models with respect to strategy development – including how strategy is realized through an interaction between the intended plans and sudden occurrences.</p>
<p>Business development should be seen in relation to development of the business model as well as development of the strategy. Business Development as an organisational function often focuses on the systemic handling of opportunities for growth that take place within the existing business model and strategy. However, business development as an organisational practise necessitates a broader perspective that also includes changes to the strategy.</p>
<p>Business Development as an organisational practice poses the question: ”How do we develop our business?” This entails a systemic handling of growth opportunities that require changes in the business model and/or the strategy. To be able to give a solid overview of business development, these two aspects will be studied in combination, with the main focus being on changes to the business model as well as the related problems and implications.</p>
<p> </p>
<h6 class="subtitle-1"><strong>Central themes of the course</strong></h6>
<ul style="list-style-type: circle;">
<li>Business targets</li>
<li>Elements in a business model</li>
<li>The inter-connection with a business model</li>
<li>Challenges to a business model</li>
<li>Development of business models and innovation</li>
<li>Strategy formulation and development</li>
<li>Strategy from project perspective</li>
<li>Deviant behaviour and organisational rebels</li>
<li>Business development as a conscious process</li>
<li>Handling of growth opportunities<br><br></li>
</ul>
<h6><strong>Your take aways</strong></h6>
<ul style="list-style-type: circle;">
<li>An ability to compare, combine and adapt tools and theories from the course</li>
<li>An ability to use customized tools and theories to analyze specific business development cases and to come up with managerial conclusions based on the analysis</li>
<li>An ability to argue why that conclusion is relevant to the specific organization in its specific situation</li>
</ul>
<p> </p>
<h6><strong>Participant profile</strong></h6>
<p>The course is relevant for anyone who wish to gain insight into business development as a topic as well as the different ways in which you can observe business development in companies.  The course can be taken as a single course or as part of the Master of Business Development.</p>
<p> </p>
<p class="subtitle-1"><strong>Regaring the exam:</strong></p>
<p><em>Our teachers are also Danish-speaking and the exam can be conducted in Danish if your prefer. Please make sure to let the teachers know in advance.</em></p>

Strategic Communication

Teacher

<h6>Lars Thøger Christiansen, Professor, Ph.D.</h6>
<p>Department of Management, Society and Communication<br />Copenhagen Business School</p>
<p>ltc.msc@cbs.dk</p>

The course Strategic communication teaches you to use communication models, theory and methods to understand and solve practical communication challenges.

<h6>Purpose and description of the course</h6>
<p>In complex, volatile and sometimes hostile environments, it is necessary for organizations to work professionally with their communication. Increasingly, therefore, organizations consider and handle communication as a strategic management issue. As a consequence, communication tasks increasingly go beyond formal organizational boundaries and involve many different professional disciplines.</p>
<p>The course presents and discusses the practical implications of these changes by drawing on a variety of literatures, including theories of strategy, organization, public relations, marketing and management.</p>
<p>The aim is to make it possible for participants to understand how organizations work with strategic communication in practice, how they seek to communicate more effectively and how different ways of communicating shape an organization and its relationships with the outside world.</p>
<h6><br>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>Holistic thinking in communication and strategy</li>
<li>Increased world complexity</li>
<li>Stakeholder perspective on the company's communication</li>
<li>Issues management and crisis communication</li>
<li>Interaction between internal and external communication</li>
<li>The company's communicative and strategic resources</li>
<li>The relationship between speech and action</li>
<li>Openness and transparency.</li>
</ul>
<h6><br>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Ability to use the concepts, techniques, models, processes, theories and perspectives to identify and analyse concrete communicative problems.</li>
<li>Ability to explain connections between business problems and communication strategies.</li>
<li>Ability to relate critically to specific concepts, techniques, models, processes, and theories and articulate their strengths and limitations.</li>
</ul>
<h6><br>Who should attend this course</h6>
<p>The main target group for the course is leaders and managers interested in understanding the possibilities and limitations of using communication strategically in a variety of organizational practices. To develop such understanding, participants must be willing and able to explore and problematize common-sense understandings of communication, including its assumed purposes, audiences, and effects. Such approach helps participants interact in qualified ways with consultants and other experts in the field.</p>
<p> </p>
<p> </p>
<p class="subtitle-1"><strong>Regaring the exam:</strong></p>
<p><em>Our teachers are also Danish-speaking and the exam can be conducted in Danish if your prefer. Please make sure to let the teachers know in advance.</em></p>

Pricing & Value Management

<table border="1" style="border-collapse: collapse; width: 100.025%; height: 90.104px;">
<tbody>
<tr style="height: 18.0208px;">
<td style="width: 49.9418%; height: 21.5625px;"><strong>Lecture dates:</strong></td>
<td style="width: 49.9418%; height: 18.0208px;">28.- 29. May &amp; 10.- 11. June from 9-5</td>
</tr>
<tr style="height: 18.0208px;">
<td style="width: 49.9418%; height: 21.5625px;"><strong>Oral. exam:</strong></td>
<td style="width: 49.9418%; height: 18.0208px;">13th &amp; 14th August</td>
</tr>
<tr style="height: 18.0208px;">
<td style="width: 49.9418%; height: 21.5625px;"><strong>Place:</strong></td>
<td style="width: 49.9418%; height: 18.0208px;">Dalgas Have 15, 2000 Frederiksberg</td>
</tr>
<tr style="height: 18.0208px;">
<td style="width: 49.9418%; height: 21.5625px;"><strong>Teachers:</strong></td>
<td class="xl66" width="293" height="20" style="height: 15pt; width: 49.9418%;">Sof Thrane &amp; Martin Jarmatz</td>
</tr>
<tr style="height: 18.0208px;">
<td style="width: 49.9418%; height: 21.6319px;"><strong>Avalible seats?</strong></td>
<td style="width: 49.9418%; height: 18.0208px;">Yes</td>
</tr>
</tbody>
</table>
<p><strong class="richtext_block_strong__9JHKM">Admission opens October 2nd</strong></p>

How can firms use pricing as a strategic lever to increase a focus on value generation?

<h6>Purpose and description of the course</h6>
<p>Pricing is a main driver of firms’ profitability and successful business development. However, in many firms pricing has been neglected and is often used only for meeting short-term financial goals. Furthermore, pricing decisions are often based on cost information or competitive positions. Such an approach does not leverage the full potential of pricing. Therefore, this course focuses on how firms can use pricing as a strategic lever to increase a focus on value generation and profitability.</p>
<p>The course sets off with sessions focusing on value-based pricing and the techniques used for price setting including segmented pricing and bundling.  A particular focus is here on how to estimate customer value and how to affect customers’ perception of value through insights from behavioral economics. The course then moves on to the role of costs in pricing: here you will learn how to estimate customer profitability through more elaborate cost analyses. The third day focuses on how to control and detect margin leakage through analysis of sales discounting practices and how to coordinate pricing and product/service development. Finally, the last day provides a session on future perspectives where topics such as pricing of services, greening, and the use of Artificial Intelligence (AI) in pricing are discussed. The last day will also provide a forum for discussing the synopsis and helping you apply and fit theories and models to problems in your organization.</p>
<p>The pricing course in general offers a number of tools and models that helps firms develop their pricing practices, structures and processes. However, pricing is not just a discipline requiring technical insights into the tools of pricing. Pricing require people and change management skills and insights into human behavior. For such reasons, the course also discusses more theoretical and reflective elements. For example, the course discusses behavioral economics in order to understand customer reactions to changes in pricing practices but also how insight in to human behavior can be used to affect customers’ perception of value. The course approach is furthermore interdisciplinary, drawing on marketing, economics and organizational perspectives, in order to generate a comprehensive understanding of pricing that makes it possible to make tools, theories and models relevant to participants in different professional contexts.</p>
<p>The course will be delivered in the following manner. Each session starts out with discussing a particular challenge as well as models, theories and techniques for analyzing and solving them. Following this, the session will move on to more detailed work on challenges and solutions through simulations, exercises, and workshops.<br><br></p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>Techniques and tools for price setting.</li>
<li>Value driven approaches to pricing including segmented pricing, bundling, and the calculation of customer value through conjoint analysis.</li>
<li>Human behavior including how biases, fairness concerns and heuristics affect customers’ perception of value.</li>
<li>The use of cost information in pricing with a focus on cost to serve and customer profitability analysis.</li>
<li>Organization and governance of pricing, including techniques for analyzing sales discounting behavior, pricing policies, and change management perspectives</li>
<li>Pricing strategies for services and servitization.</li>
<li>The use of AI in pricing.<br><br></li>
</ul>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Acquire knowledge about strategies to tackle key challenges in pricing.</li>
<li>Develop an understanding of and train the techniques of pricing including approaches to price setting, pricing policies, behavioral aspects of pricing, organization and governance of pricing, and pricing of services.</li>
<li>Apply theories and models of the course to your own organization.</li>
<li>Get a comprehensive understanding of pricing focusing on value and encompassing market, economic, and organizational perspectives.<br><br></li>
</ul>
<h6> Who should attend this course</h6>
<p>This course is relevant for all interested in getting a comprehensive understanding of the techniques, theories, and practices of pricing. This includes participants from general management, project management, product development, marketing, finance, consulting and pricing.</p>

Blockchain for Digital Transformation in Practice

Find another course in the meantime

The course Blockchain for Digital Transformation provides you with insights and tools for harnessing blockchain technology to inspire value generating digital transformation and new business models that are applicable to any business sector.

Blockchain for Digital Transformation

<h6>Purpose and description of the course</h6>
<p>Blockchain, mostly known as the backbone technology behind Bitcoin, is one of the most intriguing and potent technologies in the digital age. Similar to the Internet’s effect on the distribution and availability of information, blockchain technology has the potential to drive digital transformation that disrupts multiple industries by making transactions and processes more efficient, more secure, more transparent, and more democratic. If the blockchain lives up to its potential, it can provide a secured decentralized information infrastructure that is conducive to efficient value chains and massive horizontal integration across customary institutional boundaries.  For example, Maersk and Walmart use blockchain to slash mounting administrative costs of supply chain management while increasing tracking accuracy; and central banks aspire to use blockchain beyond cryptocurrencies to provide more efficient digital currencies and secure global payment infrastructure.</p>
<p>Global organizations and governments, as well as startup companies and investors, have all identified blockchain as a revolutionary technology that can drive digital transformation. Building on this vision, we will explore the unique features and the consequent new business models of blockchain technology to figure out how it can drive innovation and generate business value.</p>
<p>The course is designed to prepare highly valued professionals for leveraging blockchain technology in digital transformation initiatives and ventures in a wide array of industries, such as the financial sector, logistics, pharmaceutical, healthcare, and public administration. In the context of today’s technology-intensive environment, business development is the vehicle of sustainable growth and competitive advantage. Overall, the course provides the tools for generating new blockchain-based business models that can be applied in legacy organizations as well as in new business ventures. The course provides not only a framework for understanding blockchain technology in the context of the digital age and organizational settings but also a language to communicate its dynamic characteristics and interdependencies.<br><br></p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>Foundations of blockchain and distributed ledger technologies</li>
<li>A strategic approach to blockchain-enabled digital transformation</li>
<li>Blockchain mechanics and Proof of Concept</li>
<li>The value chain of Blockchain</li>
<li>Digital assets, NFTs, payment systems and cryptocurrencies</li>
<li>Blockchain business models as a driver of digital transformation<br><br></li>
</ul>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Identify and explain the theories, concepts and technologies that were presented in the course, including their key terminology, underlying assumptions, and how they relate to one another.</li>
<li>Demonstrate how the theories, concepts and technologies that were presented in the course were applied in the process of developing the prescribed blockchain project.</li>
<li>Exhibit the ability to apply blockchain technology through a written assignment that describes the blockchain innovation project and a tangible prototype that illustrates it.</li>
<li>Evaluate the blockchain innovation project through theory-based critical assessment and discuss the results, including how to mitigate the prevailing challenges as well as how to move ahead with the development of the underlying project.</li>
</ul>
<h6>Who should attend this course</h6>
<p>This course is designed for managers, business developers, digital officers, consultants, policymakers, and others who are involved in generating business value with digital technologies. Blockchain-driven digital transformation is applicable to the financial, logistics, pharmaceutical, healthcare, public administration, and any other business sector. No prerequisite knowledge is required. The course can be taken as a single course or as part of a full Master of Business Development.</p>

Finance: Corporate Governance, Sustainability & Ethics

<table border="1" style="border-collapse: collapse; width: 100.025%; height: 106.667px;">
<tbody>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Lecture dates:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">28.- 29. Feb &amp; 11.- 12. Mar kl. 09-17</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Oral. exam:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">11. og 12. April</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Place:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Dalgas Have 15, Frederiksberg</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Teachers:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Bersant Hobdari &amp; Aleksandra Gregoric</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Empty spots?</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Yes</td>
</tr>
</tbody>
</table>
<p><strong class="richtext_block_strong__9JHKM">Admission opens October 2nd</strong></p>

This course "Corporate Governance, Sustainability and Ethics" will combine discussions of corporate governance concepts and empirical evidence with practical examples and business cases.

<p><em>From a managerial perspective, the financial sector is moving from being stable, conservative, closed, and local to being disrupted by new entrants and internet giants with very different industry dynamics and risk profile. Fundamentally, this requires a complete rethinking of governance, strategic risk, and compliance (GRC) issues. The intention is to give participants a strong, skill based, value driven, and ethical foundation for their careers. </em></p>
<p><em>This course is a part of the new specialization in Governance, Risk Management and Compliance. The course can be taken separately, as a single course, or in combination with the two other courses constituting the GRC specialization. It is possible to integrate the specialization or the course within the full master degree in Business Development (MBD).The GRC specialization consists of three courses:</em></p>
<p>Risk Management and Compliance<br>Governance, Sustainability and Ethics<br>Digitalization of Finance </p>
<p> </p>
<h6>Purpose and description of the course</h6>
<p>In response to the financial crisis of 2008, Alan Greenspan remarked: “I made the mistake in presuming that the self-interests of organizations, specifically banks and others, were such that they were best capable of protecting their own shareholders and the equity of the firm”. The statement is still highly relevant in light of recent scandals across industries, including the financial sector. From the governance perspective evidence suggests failure across the board – risk management systems, functioning of boards, designation of remuneration and incentives schemes, and effectiveness of supervisory and regulatory bodies. In the theme, we will discuss how corporate governance helps financial institutions deal with these issues. We will do so by combining discussions of corporate governance concepts and empirical evidence with practical examples and business cases. The aim is to equip theme participants with the knowledge necessary to critically analyse the various aspects of corporate governance and contribute to the decisions concerning the governance activities in a corporation.</p>
<p> </p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>Governance perspective</li>
<li>Board work</li>
<li>Internal control</li>
<li>Ethical and sustainable management<br><br></li>
</ul>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Define a corporate governance, sustainability or ethical problem in own organization or other empirical context.</li>
<li>Apply theories of the course to the analysis of the corporate governance, sustainability or ethical problem</li>
<li>Critically reflect on the theoretical and practical implications of the analysis.<br><br></li>
</ul>
<h6>Who should attend this course</h6>
<p>The specialization is designed for the experienced employee within the financial sector. Employees, including managers, who need to improve and develop their competencies, and who are looking to understand how to integrate their current or future compliance and risk management work within the overall value chain of their company are encouraged to apply. The course can be taken as a single course or as part of a full Master of Business Development.</p>

Corporate Governance, Sustainability & Ethics

Digital Strategy

<table border="1" style="border-collapse: collapse; width: 100.025%; height: 107.882px;">
<tbody>
<tr style="height: 21.5625px;">
<td style="width: 49.9418%; height: 21.5625px;"><strong>Lecture dates:</strong></td>
<td style="width: 49.9418%; height: 21.5625px;">03, - 04. June</td>
</tr>
<tr style="height: 21.5625px;">
<td style="width: 49.9418%; height: 21.5625px;"><strong>Oral. exam:</strong></td>
<td style="width: 49.9418%; height: 21.5625px;">28. June</td>
</tr>
<tr style="height: 21.5625px;">
<td style="width: 49.9418%; height: 21.5625px;"><strong>Place:</strong></td>
<td style="width: 49.9418%; height: 21.5625px;">Dalgas Have 15</td>
</tr>
<tr style="height: 21.5625px;">
<td style="width: 49.9418%; height: 21.5625px;"><strong>Teachers:</strong></td>
<td style="width: 49.9418%; height: 21.5625px;">Attila Márton &amp; Christiane Lehrer</td>
</tr>
<tr style="height: 21.6319px;">
<td style="width: 49.9418%; height: 21.6319px;"><strong>Empty spots?</strong></td>
<td style="width: 49.9418%; height: 21.6319px;">Yes</td>
</tr>
</tbody>
</table>
<div class="course_newDate__phGqH">
<p><strong class="richtext_block_strong__9JHKM">Admission opens October 2nd </strong></p>
</div>

This course is about how to strategize in the digital economy. As digital technologies are diffusing into all domains of societal and economic activity, businesses are under increasing pressure to transform their strategic outlook in order to prepare against disruption and to exploit new opportunities.

<h6>Purpose and description of the course</h6>
<p>This course is about how to strategize in the digital economy. As digital technologies are diffusing into all domains of societal and economic activity, businesses are under increasing pressure to transform their strategic outlook in order to prepare against disruption and to exploit new opportunities. At the core of such transformation lies a winning digital strategy that puts business and organizational considerations at the center rather than chases one digital trend after the other.</p>
<p>Following our mantra of “strategy first, technology second”, this course will focus on a few major and lasting themes that are unique to the digital economy and the unprecedented challenges these pose to digital strategy. Challenges include the new rules of competing in the data economy, the exploitation of digital information goods, and the prevalence of accessing rather than owning strategic assets. Each major theme will be approached by combining engaging discussions with interactive case studies, teaching practical tools and methods that can be implemented in any organization.</p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>The main challenges of digital strategy and how to tackle them</li>
<li>Innovating digital information goods and services for customers</li>
<li>Leveraging digital data as a strategic asset</li>
<li>Harnessing the scalability of digital production and collaboration</li>
<li>Sustainable and responsible digital growth</li>
</ul>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Ability to identify the distinctly unique attributes of digital strategy</li>
<li>Ability to apply concepts of digital strategy to real life situations</li>
<li>Ability to reflect about the relevance and application of concepts of digital strategy</li>
<li>Ability to evaluate strategic options and avenues in the digital economy</li>
</ul>
<h6>Who should attend this course</h6>
<p>The course is designed for practitioners who are involved or want to get involved in developing new business strategies fit for the digital era. The concepts and skills taught in this course apply regardless of industry or sector.</p>

Designing Digital Workplaces of the future

<table border="1" style="border-collapse: collapse; width: 100.025%; height: 106.667px;">
<tbody>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 18.0208px;"><strong>Lecture dates:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">06.- 07. May from 09-17</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 18.0208px;"><strong>Oral. exam:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">03. June</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 18.0208px;"><strong>Place:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Dalgas Have 15, Frederiksberg</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 18.0208px;"><strong>Teachers:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Tina Blegind Jensen &amp; Mari-Klara Stein</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 18.0208px;"><strong>Empty spots?</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Yes</td>
</tr>
</tbody>
</table>
<p><strong class="richtext_block_strong__9JHKM">Admission opens October 2nd </strong></p>

In this course, we will explore the key elements of the future digital workplace – Technology, Workforce, New Ways of Working, and Leadership – within the strategic and practical framing of digital workplace design and transformation.

<h6>Purpose and description of the course</h6>
<p>In this course, we explore four inter-related elements of the digital workplace:</p>
<p>1. Technologies of the digital workplace<br>2. The digital workforce<br>3. New ways of working<br>4. Leadership</p>
<p>The technological environment that enables information sharing, collaboration, and communication is at the heart of the digital workplace. Technology is thus the first element of the course, where we will discuss the necessary digital capabilities that organizations must have. Crucially, however, a digital workplace is unlikely to be fully virtual; we thus also consider how hybrid digital-physical spaces will be key in the future.</p>
<p>The workforce is the second critical element of a digital workplace. We will look into the workforce trends of the future and raise some of the dilemmas related to such trends. We will also discuss what makes the digitally savvy workforce tick and how the workforce of the future is changing with respect to competencies and skills enhanced by digital technology.</p>
<p>The third element is the various novel work practices that constitute the digital workplace. We will look at new ways of working at an individual, team, and organizational level -and discuss what boosts work-life flexibility, worker agility, and engagement. We will critically reflect on new work trends and their role in workforce management.</p>
<p>Finally, the fourth element of the course is the role of leadership. In a digital workplace, it is crucial to consider how different leadership styles together can provide effective sensemaking around a new digital workplace arrangement and foster new ways of working such as employees managing their own work and agile teams.</p>
<p>It is important to consider the synergies between the four elements when designing a digital workplace. Furthermore, a successful digital transformation is not a technology-driven endeavor; rather, it is a cultural and organizational transformation. We will conclude this course by discussing digital workplace design and transformation as key enablers of organizing for digitalization.</p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>Foundations of the digital workplace: Digital capabilities and technologies, hybrid digital-physical spaces and digital workforce</li>
<li>Emerging new ways of working (i.e., structures, processes, and activities) and novel leadership styles supporting and enhancing the digital workplace</li>
<li>Broader business transformations enabled by digital workplace</li>
<li>Critical reflections on new technological and workforce management trends.</li>
</ul>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Identify and describe a digital business transformation need (or an ongoing transformation) that could be enabled by the different elements of the digital workplace, as discussed during the course.</li>
<li>Convincingly argue for the best combination of elements to develop a specific instance of a digital workplace that enables the identified business transformation need.</li>
<li>Reflect on the different opportunities and threats that the proposed digital workplace may create.</li>
</ul>
<p> </p>
<h6>Who should attend this course</h6>
<p>The course targets managers and professionals interested in understanding, developing, and managing the digital workplace – with new forms of collaboration, engagement, and innovation to satisfy a digitally savvy workforce, thereby accelerating productivity and agility, as well as facilitating the broader digital transformation of business.</p>

Creating Value Driven Supply Chain

The course teaches you to manage relationships and identify value creation opportunities within the supply chain

<h6>Purpose and description of the course</h6>
<p>The ability to design and manage processes and supply chains is a key competence in modern business development. Today, in order to innovate, develop, produce and deliver services and products, modern supply managers need to engage intelligently in the design and execution of complex business relationships, information technologies, logistics, global supply chains and performance measurement systems. These are all core themes in this course, which will cover the latest developments in research and practices in these areas with a special focus on business development and the agile, robust and innovative supply chain.</p>
<h6>Key themes in the course</h6>
<p>Operations and supply chain management as enablers of business development<br>Business models for managing global supply chains<br>Supply chain value creation<br>Performance management in the agile, robust and innovative supply chain.</p>
<h6>Your learning outcome</h6>
<ul class="LearningObjectivesBulletList" style="list-style-type: circle;">
<li>Identify problems of relevance to creating value-driven supply chains</li>
<li>Apply theories and models to analyze problems of relevance to creating value-driven supply chains</li>
<li>Critically reflect on the theoretical and practical implications of the analysis</li>
</ul>
<h6>Who should attend this course</h6>
<p>The target participants of the course are managers and specialists who are interested in understanding the latest developments in research on operations and supply chain management. The course is relevant for managers and specialists working with process management, operations management or supply chain management on a daily basis. The course is also relevant for professionals in related fields (e.g. sales, marketing, general management, finance etc.) that would like to obtain insights on the latest developments within operations and supply chain management. The course can be taken as a single course or as part of a full Master of Business Development.</p>

Corporate Finance

The course teaches you to derive value of firms, evaluate stock prices, understand corporate governance and solve financial problems.

<p class="subtitle-1"><strong>Purpose and description of the course</strong></p>
<p>The course introduces you to the essentials of Corporate Finance. It is centered around the key financial decisions that firms face every day. In doing so, the course combines popular applied financial methodologies with practical examples and case studies.</p>
<p>In short, the primary focus of the course is to provide you with the necessary tools to be able to solve real-life financial problems. This ranges from determination of a project’s profitability to the impact of financial decisions on stock prices. The course will primarily take a financial management perspective and concentrate on the application of concepts. You will take an active role and analyze and discuss real-life cases in order to internalize the concepts presented in the course.</p>
<p class="subtitle-1"><strong>Key themes in the course</strong></p>
<ul>
<li>Corporate finance, governance and reporting</li>
<li>Investment decisions</li>
<li>Financial planning</li>
<li>Firm financing and market imperfections</li>
<li>Valuation of projects and firms.</li>
</ul>
<p class="subtitle-1"><strong>Your learning outcome</strong></p>
<ul>
<li>Understand the system of corporate governance, specifically who owns, manages and controls the firm</li>
<li>Read, interpret and critically evaluate financial statements of firms</li>
<li>Evaluate and forecast stock prices and identify the drivers of price changes in markets</li>
<li>Derive the value of a single project as well as of an entire firm using various methods such as WACC (weighted average cost of capital), APV (adjusted present value), and FTE (flow to equity)</li>
<li>Apply corporate finance concepts by implementing them in Excel.</li>
</ul>
<p class="subtitle-1"><strong>Who should attend this course</strong></p>
<p>Everybody interested in obtaining a thorough understanding of how modern firms make financial decisions, and how these decisions impact financial markets. The course can be taken as a single course or as part of a full Master of Business Development.</p>
<p> </p>
<p class="subtitle-1"><strong>Regaring the exam:</strong></p>
<p><em>Our teachers are also Danish-speaking and the exam can be conducted in Danish if your prefer. Please make sure to let the teachers know in advance.</em></p>

Real Estate: Developing Digital Business

Digitalization is changing the conditions for real estate. Based on the enabling capacities of digital technologies, new business models emerge that are no longer simply supported by digital technologies, but that have digital components inseparably inscribed into their business processes and value proposition.

<h6>Purpose and description of the course</h6>
<p>Digitalization is changing the conditions for real estate. Based on the enabling capacities of digital technologies, new business models emerge that are no longer simply supported by digital technologies, but that have digital components inseparably inscribed into their business processes and value proposition. At the heart of this digital transformation rests an increased orientation towards digitally enabled business ecosystems and platform-based business models.</p>
<p>During the first two days of the course, we focus on the logic of digital economy and the emergence of competition in business ecosystems. The following two days we will cover how firms compete with platforms; how to build a platform business and how to build and extend businesses on someone else’s platform. Across the four days, we will also familiarize us with the technologies that creates the conditions for the digital transformation in real estate, including blockchains, IoT, artificial intelligence, 3D printing and robots. We will put these developments into an extended real estate context, spanning from construction to property markets and facility management.</p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>The new competitive rules of the digital economy</li>
<li>The platform business model</li>
<li>Building the platform business</li>
<li>Managing the platform business</li>
<li>Digital business ecosystems</li>
<li>The value of co-creation with partners</li>
<li>Harnessing the power of a crowd</li>
<li>Joining a digital ecosystem.</li>
</ul>
<h6>Your learning outcome</h6>
<p>In this course, you will learn:</p>
<ul style="list-style-type: circle;">
<li>To identify the key technologies that are transforming business and society</li>
<li>To understand how digitalization changes the business environment</li>
<li>To anticipate the role of digital platforms in today’s digitalized business practice</li>
<li>To understand the role and importance of digital business ecosystems.</li>
</ul>
<h6>Who should attend this course</h6>
<p>The course is relevant for everyone who needs to understand the drivers, the dynamics and the implications of digitalization in practice. This includes professionals in areas such as business development, accounting, marketing, finance, and information technology, who would like to increase their knowledge and their space of action in relation digitalization issues.</p>
<p>The course can be taken as a single course or as part of a full Master of Business Development.</p>

Real Estate: Pricing and Value Management

Pricing management is a main driver of successful business development. Pricing drives business development because it translates strategic objectives into changed product offerings, revenue streams and profitability.

Pricing Management - Real Estate

<h6>Purpose and description of the course</h6>
<p>Pricing management is a main driver of successful business development. Pricing drives business development because it translates strategic objectives into changed product offerings, revenue streams and profitability. However, many firms have neglected pricing and used pricing for correcting historical errors or meeting short-term financial goals. Such an approach does not leverage the full potential of pricing. This course therefore focus on how firms can use pricing as a strategic lever to increase a focus on value generation.</p>
<p>The course is tailor-made for the real estate industry and therefore focus on the facets of pricing management that are particularly challenging for the industry. The course is structured in the following manner.</p>
<ul style="list-style-type: circle;">
<li>On the first day you will learn about value based pricing and the techniques used for price setting.  A particular focus is here on yield and revenue management and how the strategic levers of space, time and price can be managed to optimize returns. The day will also discuss methods and theories for analyzing customer value.</li>
<li>On the second day, the topic is asset management and we discus performance management of value drivers, how the type of investor affects measurements, and how cost may be used to improve price and asset decisions.</li>
<li>On the third day, we focus on the pricing of services, development of product-service combinations and servitization.  The day will also deal with the control problem and discussing how discounting behavior affect revenues and how discounting practices can be analyzed and managed.</li>
<li>Finally, the effect of greening and use of artificial intelligence (AI) on pricing is discussed.</li>
</ul>
<p>The pricing course in general offers a number of tools and techniques that helps firms develop their pricing practices, structures and processes. However, pricing is not just a discipline requiring technical knowledge of the tools of pricing. Pricing requires change management skills and insights into human behavior. For such reasons, the course also discusses more theoretical and reflective elements. For example, the course discusses behavioral economics in order to understand customer reactions to changes in pricing practices and how insight in to human behavior can be used to affect customers’ perception of value. We also discuss how changes in firms pricing practices and processes generates tensions and organizational resistance.</p>
<p>The course will be delivered in the following manner. Each session starts out with discussing a particular challenge as well as models, theories and techniques for analyzing and solving them. Following this, the session will move on to more detailed work on challenges and solutions through simulations, exercises, and workshops. The last day will provide a forum for discussing the synopsis and developing perspectives on your own organization’s particular pricing challenges.</p>
<h6>Key themes in the course </h6>
<ul style="list-style-type: circle;">
<li>Value driven approaches to pricing.</li>
<li>Yield and revenue management.</li>
<li>Asset management.</li>
<li>The use of cost information in pricing with a focus on cost to serve</li>
<li>Governance and control of pricing.</li>
<li>Pricing strategies for services and servitization.</li>
<li>The use of AI in pricing.</li>
<li>Greening and pricing.</li>
</ul>
<h6>Your learning outcome</h6>
<p>In this course you will:</p>
<ul style="list-style-type: circle;">
<li>Develop an understanding of and train the techniques of pricing including approaches to price setting, revenue management, asset management, pricing policies, behavioral aspects of pricing, pricing governance, pricing of services and servitization.</li>
<li>Apply theories and models of the course to your own organization.</li>
<li>Get a comprehensive understanding of pricing focusing on value and encompassing market, economic, and organizational perspectives.</li>
</ul>
<p> </p>
<h6>Who should attend this course</h6>
<p>This course is relevant for practitioners from the real estate industry and who are interested in getting a comprehensive understanding of the techniques, theories, and practices of pricing.</p>

Real Estate: Forretningsudvikling

Undervisere

Faget giver dig redskaberne til at analysere og udvikle forretningsmodeller i relation til virksomhedens organisation og strategi.

<h6>Fagets formål og indhold</h6>
<p>Alle organisationer er nødt til at forstå deres forretning – samt at finde måder at udvikle (dvs. forandre, innovere og udskifte) deres forretning om nødvendigt. Dette fag giver redskaberne og indsigterne til at analysere forretningsmodeller, påpege udfordringer ved eksisterende forretningsmodeller, og til at beskrive nye forretningsmodeller. Faget giver ydermere indsigt i implementeringen af innovationer i forretningsmodellen med henblik på strategiudvikling – heriblandt hvordan strategi bliver realiseret gennem et samspil mellem planers intentioner og pludseligt opståede begivenheder.</p>
<p>Ejendomssektoren i Danmark er ikke længere en rent dansk branche. Der er mange internationale operatører og virksomheder, og som konsekvens heraf, sker udviklingen og forandringerne i sektoren stort set i samme tempo som i andre lande. Mao. er forandringerne næsten de samme, hvorfor det giver mening at orientere sig om udviklingen i disse andre lande.</p>
<p>Nogle af de forandringer vi er vidne til handler om digitalisering – både af forretningsmodeller og processer, stigende grad af selvbetjening blandt lejere, ESG sætter sit aftryk i form af nye krav til både de færdige bygninger og byggeprocesserne, samtidig med at investeringsmiljøet er under forandring. Større krav til fleksible bygninger, større fleksibilitet i lejekontrakternes varighed og omfang (kunne skalere op og ned), og ikke mindst større krav til hvorledes bygninger kan udnyttes og udvikles.</p>
<h6>Fagets centrale temaer </h6>
<ul style="list-style-type: circle;">
<li>Virksomheders målsætning</li>
<li>Elementerne i en forretningsmodel</li>
<li>Sammenhængen i en forretningsmodel</li>
<li>Udfordringerne for en forretningsmodel</li>
<li>Udvikling af forretningsmodeller og innovation</li>
<li>Strategiformulering og -udvikling</li>
<li>Strategi ud fra et projektperspektiv</li>
<li>Afvigende adfærd og organisatoriske rebeller</li>
<li>Forretningsudvikling som en bevidst proces</li>
<li>Håndtering af vækstmuligheder<br><br></li>
</ul>
<h6>Dit udbytte</h6>
<ul style="list-style-type: circle;">
<li>Være i stand til at sammenligne, kombinere og tilpasse forskellige værktøjer og teorier fra faget.</li>
<li>Være i stand til at bruge tilpassede værktøjer og teorier til analyse af konkrete forretnings-udviklingscases og at komme med ledelsesmæssige konklusioner på basis af analysen.</li>
<li>Være i stand til at argumentere for, hvorfor den konklusion er relevant for den specifikke organisation i dens specifikke situation.</li>
</ul>
<h6>Deltagerprofil</h6>
<p>Faget er relevant for dig, der ønsker at opnå stor indsigt i forretningsudvikling som emne og i de forskellige måder at anskue virksomheders forretningsudvikling på. Faget kan tages som enkeltfag eller som en del af din samlede Master of Business Development.</p>

Real Estate: Byøkonomi og ejendomsinvestering

Byøkonomi og ejendomsinvestering

Life Science: Business Development

<table border="1" style="border-collapse: collapse; width: 100.025%;">
<tbody>
<tr>
<td style="width: 49.5214%;"><strong>Teaching days:</strong></td>
<td style="width: 49.5214%;">29.- 30. Apr &amp; 16.- 17. May - from 9-5</td>
</tr>
<tr>
<td style="width: 49.5214%;"><strong>Oral exam:</strong></td>
<td style="width: 49.5214%;">21th of June</td>
</tr>
<tr>
<td style="width: 49.5214%;"><strong>Location:</strong></td>
<td style="width: 49.5214%;">2 days hotelstay / 2 days at CBS</td>
</tr>
<tr>
<td style="width: 49.5214%;"><strong>Teachers:</strong></td>
<td style="width: 49.5214%;">Mogens Bjerre &amp; Palle Høy Jakobsen</td>
</tr>
<tr>
<td style="width: 49.5214%;"><strong>Available seats?</strong></td>
<td style="width: 49.5214%;">Yes</td>
</tr>
</tbody>
</table>

All firms need to understand their business and find ways to develop it, and if necessary, change it. The course in business development gives you the tools and insights to analyse and pin-point challenges with existing as well as new business models. The course provides the foundations for managing business development and different innovation processes including open innovation processes in firms.

<h6>Purpose and description of the course</h6>
<p>All firms need to understand their business and find ways to develop it, and if necessary, change it. The course in business development gives you the tools and insights to analyse and pin-point challenges with existing as well as new business models. The course provides the foundations for managing business development and different innovation processes including open innovation processes in firms.</p>
<p>The course gives insight into the challenges confronted by the Life Sciences. It looks at the implementation of business development practices with effects on strategy development – including how strategy is realised through plans and emerging events.</p>
<p>Moreover, the course discusses the interplay between product categories in new combination, products and the necessary supporting business development activities. Digitalisation of products, processes and innovation and the convergence of Pharma-, BioTech-, and MedTech-industries is investigated. Different business agreements such as licensing agreements will be discussed. Finally, business development activities such as crowdsourcing and accelerator models will be introduced in more detail.</p>
<p> </p>
<h6>Key Themes in the course</h6>
<ul style="list-style-type: circle;">
<li>The elements, connections and challenges in a business model</li>
<li>Development of business models and business development activities</li>
<li>Distributed sources of innovation</li>
<li>Co-opetition</li>
<li>The balance between value generation and value capture</li>
<li>Licensing and IP rigths</li>
<li>Management of growth</li>
<li>Deviant behavior and organizational rebels</li>
</ul>
<p> </p>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Improve your ability to analyze business models in biobusiness</li>
<li>Develop your ability to understand and introduce changes in business models and business development practices</li>
<li>Develop a sound understanding of value creation and value capture in biobusiness</li>
<li>Acquire knowledge about how to create collaboration models in biobusiness</li>
<li>Develop skills to successfully license innovation activities in firms</li>
<li>Acquire knowledge about how to change the competitive game</li>
<li>Develop and understand digitalization and its effect on the life sciences</li>
</ul>
<p> </p>
<h6>Who should attend this course</h6>
<p>The course is relevant to managers from Pharma-, BioTech-, and MedTech-business, who are interested in influencing their workplaces and careers by gaining insights into different business development practices.</p>
<p> </p>
<p class="subtitle-1"><strong>Regaring the exam:</strong></p>
<p><em>Our teachers are also Danish-speaking and the exam can be conducted in Danish if your prefer. Please make sure to let the teachers know in advance.</em></p>

Life Science: Managing Open innovation

This course provides the foundation for managing open innovation processes for Life Science firms. Comparing closed to open innovation approaches, the course focuses on outside-in open innovation processes, such as sourcing external knowledge from and collaborating with users, universities, suppliers, competitors, and the like for generating innovation.

Life Sciences: Managing Open innovation

<h6>Purpose and description of the course</h6>
<p>This course provides the foundation for managing open innovation processes for Life Science firms. Comparing closed to open innovation approaches, the course focuses on outside-in open innovation processes, such as sourcing external knowledge from and collaborating with users, universities, suppliers, competitors, and the like for generating innovation. Moreover, the course discusses the interplay between innovation, exploration, exploitation, and search, and the growing importance of efficient search approaches across widely distributed sources of innovation. More specifically, we will discuss the concepts of local vs. distant search and related search methods for accessing and leveraging innovation-relevant knowledge.</p>
<p>The Managing Open Innovation course will particularly highlight the role of users and user communities as a source of innovation. The course will discuss corporate finance and how value innovation projects can be calculated. Finally, the course will introduce participants to concrete search applications, such as crowdsourcing for generating inputs to organisations’ innovation processes.</p>
<p> </p>
<p> </p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>Open vs. closed innovation approaches</li>
<li>Open innovation management and processes</li>
<li>Distributed sources of innovation</li>
<li>Open innovation methods for outbound, inbound and coupled innovation processes</li>
<li>Organizational antecedents of open innovation.</li>
<li>Calculation of the value of innovation</li>
</ul>
<p> </p>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Develop a sound understanding of the open innovation approach</li>
<li>How to effectively search across and collaborate with different sources of innovation (internal and external to an organization) to develop innovations</li>
<li>Create and capture value in open innovation</li>
<li>Design and implement open innovation activities in firms.</li>
</ul>
<p> </p>
<h6>Who should attend this course</h6>
<p>The course is relevant to managers from Pharma-, BioTech-, and MedTech-business, who are interested in influencing their workplaces and careers by gaining insights into different innovation practices.</p>
<p><em>Participants signed up for the specialization business development of the lifesciences are eligible for the course.</em></p>

Life Science: Markets

We look at key marketing and pricing concepts to address the complexities and challenges within the pharma, biotech, and medtech industries. You will work with concepts, theories, models, and cases which are specifically applied to these business domains in order to improve your stakeholder-oriented decision-making. This course is part of the Specialisation for Life Sciences for leaders working on developing, producing, and marketing products and solutions within the pharma, biotech, and medtech industries.

<h6>Purpose and description of the course</h6>
<p>Pharma, biotech, and medtech markets are among the most complex in the world, consisting of various stakeholders, such as patients, hospital employees, regulatory entities, politicians, insurance companies, etc. Companies on these markets face numerous challenges being thoroughly measured, adopting treatments based on cost effectiveness, and being influenced on price policies, discounts, and rebates from insurance firms. Life science companies must therefore find ways to navigate the challenges around product research and development, marketing, market access, pricing, etc., while acknowledging the implications of new developments, such as the digitalization of customer touch-points.</p>
<p>The course Life Science Markets will focus on an integrated set of subjects around marketing of life science products and services. The course will begin by analyzing the complexity of life science markets and the implications of digitalization. Core concepts, theories, and models will be introduced and applied to the specific contexts. This will befollowed by a session on the implementation of customer-centric strategies. The second day will focus on value co-creation in patient experience ecosystems, as well as on managing market access via distribution channels and sales. On the third day, we will start out with a focus on health economics and develop the methods and techniques for analyzing benefits and cost effectiveness. This will be followed by a session on pricing, focusing on both how to price for value, how to control discounting, and how to defend pricing integrity and legitimacy. The final day will begin with an integrative look at how to market customer-centric business models and will conclude with working on a synopsis, where the learnings of the course are applied to your firm.</p>
<p>The course will be highly interactive. Each session will typically start out with a lecture focusing on key elements of the problems discussed. The sessions will move on to more detailed work, applying concepts and models through exercises, casework, and workshops. The last day will provide a forum for a recap and discussing the synopsis, in order to develop perspectives on the status of your organisation’s market competencies.</p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>Market challenges in life science markets</li>
<li>Challenges in pricing and how to deal with them</li>
<li>Models for understanding and dealing with multiple stakeholders</li>
<li>Value driven approaches to pricing, including fairness issues</li>
<li>Customer-centric strategies and patient experience ecosystems</li>
<li>Digitalization of customer and patient touch-points</li>
</ul>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Identify problems within your organization in relation to life science markets.</li>
<li>Apply theories and models of the course to own organization or other chosen empirical or conceptual context.</li>
<li>Reflect upon theories and models’ relevance and applicability.</li>
</ul>
<h6>Who should attend this course</h6>
<p>This course is relevant for everyone interested in a deeper understanding of the complexities of life sciene markets. This includes participants from general management, project management, product development, marketing, finance, consulting, and pricing.</p>

Life Science Markets

Performance Management (ENG)

<table border="1" style="border-collapse: collapse; width: 100.025%; height: 91.1112px;">
<tbody>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Teaching days:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">08.- 09th Apr &amp; 22.- 23th Apr from 9-5</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Oral exam:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">21. &amp; 22. May</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Place:</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Dalgas Have 15, 2000 Frederiksberg</td>
</tr>
<tr style="height: 20px;">
<td style="width: 49.9418%; height: 20px;"><strong>Teachers:</strong></td>
<td class="xl66" width="293" height="20" style="height: 20px; width: 49.9418%;">Allan Hansen &amp; Ivar Friis</td>
</tr>
<tr style="height: 17.7778px;">
<td style="width: 49.9418%; height: 17.7778px;"><strong>Ledige pladser?</strong></td>
<td style="width: 49.9418%; height: 17.7778px;">Yes</td>
</tr>
</tbody>
</table>
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<div class="course_cardList__GelcV">
<div class="course_dateCardList__elMID">
<div class="course_newDate__phGqH">
<p><strong class="richtext_block_strong__9JHKM">Admission opens October 2nd</strong></p>
</div>
</div>
</div>
</div>
</div>

Performance management is about measuring and rewarding performance. At the course you will learn to understand both the “hard” and the “soft” part of Performance Management.

<p><strong>PURPOSE AND DESCRIPTION OF THE COURSE</strong></p>
<p>Performance management is about measuring and rewarding performance. At the course you will learn to understand both the “hard” and the “soft” part of Performance Management. We use an interdisciplinary framework that includes economics, psychology and sociology. The framework enables you to include and develop different parts of an organization’s strategic management, evaluation practices and reward strategies.</p>
<p>You learn what the new ideas about performance management contain, and how the balances between result control and development, forward-looking and backward-looking and quantitative and qualitative relate to  performance management designs critical for value creation in the individual organization.</p>
<p> </p>
<p><strong>YOUR LEARNING OUTCOME</strong><br><br>Design and use of performance management systems and processes<br>The organizational value of performance management systems and processes<br>The purposes of developing and implementing performance information in organizations<br>Different types of performance information in organizations<br>Incentive problems and their link to goal setting and evaluation<br>Performance Management and its consequences in relation to employees ‘ and managers’ intrinsic motivation.<br> </p>
<p><strong>KEY THEMES IN THE COURSE</strong></p>
<p>Design performance measurement evaluation and reward systems critical for organizational value creation<br>Handle the balance between soft and hard aspects of performance management<br>Implement strategy through performance management<br>Understand the key organizational mechanisms that determine the effectiveness of performance management systems and processes in the individual organization.<br> </p>
<p><strong>WHO SHOULD ATTEND THE COURSE<br></strong><br>Anyone interested in understanding the opportunities and challenges of Performance Management. The course appeals both to those who have worked with Performance Management for several years and who want to put perspective on their current practice, but also to those who want an introduction to Performance Management. The course can be taken as a single course or as part of your overall Master of Business Development.</p>
<p> </p>
<p><strong>Regaring the exam: </strong><em>Our teachers are also Danish-speaking and the exam can be conducted in Danish if your prefer. Please make sure to let the teachers know in advance.</em></p>

Performance Management (ENG) 

Courses

<p>You can get an overview of classes and exams, so it is quick and easy to see which courses fit into your work and private schedule. </p>
<p>Registration is open throughout the semester.</p>

Calendar

<p>MBD also offers a wide range of courses in Danish, which are not displayed on the list below.</p>
<p>If you prefer to see courses in Danish, you can explore them over at our Danish website<em> - </em>all the English courses will also be displayed over there.</p>

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Calendar

Danish courses